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Newsroom managers are being called on to be more versatile than ever before. That’s why Poynter, with more than four decades of teaching leaders, has developed programs designed to expand every manager’s skill set — and the confidence to use those skills. This page is your headquarters for our Leadership curriculum.

Visit us often for news on the latest Poynter in-person training — seminars and conferences ranging from the career-starting Essential Skills for New Managers to our Media Innovation Tour. Got unique needs? Learn how to arrange for a member of Poynter’s leadership faculty to provide your newsroom with a customized session that meets your organization’s specific goals. 

Come here to read The Cohort, and catch up on the latest news involving women working in digital media. It was founded by former innovation faculty member Katie Hawkins-Gaar as a way to continue conversations about leadership with alumnae of the Leadership Academy for Women in Digital Media. And while you’re reading, check out the latest advice, encouragement or perspective from current and former newsroom leaders such as Marty Kaiser of The Washington Post, Meghann Farnsworth of Recode or Mizell Stewart III of the USA TODAY Network.

Pressed for time? Discover our online leadership courses on topics ranging from Managing Creative People to The Language of Coaching and Telling Great Investigative Stories with Dwindling Resources. If you’re serious about improving your leadership skills, Poynter can help. And this page is a good place to start your journey. Welcome.

Poynter Results

  • Leadership


    Editors, stop saying 'We’ll do more with less.' 'That’s never going to be true, and everyone knows it.'

    This is part of a series of Q and As with leaders at news organizations. I asked leaders to think about the challenges they face in their news organizations and to share guidance and advice. Whether your news organization is small or large, a start-up or more than 100 years old, the issues are often the same. This series on managing change in a newsroom was supported by Democracy Fund, which is co-publishing these articles.

  • In-person teaching

    Essential Skills for New Managers (Illinois)

    Are you a newsroom manager with responsibility for a staff and its work? 

    Do you feel the need for help?

    Maybe you’re an inexperienced manager just starting your new role. Or maybe you’ve got managerial experience but have had little training. In either case, you could use some tools — and a hefty dose of confidence.

  • In-person teaching

    Poynter Leadership Academy

    Listen to Shawna VanNess, Deputy Assistant Managing Editor at Newsday:

    “I consider my time at Poynter to have been a week-long detox, of sorts, that helped me recognize my best work habits and objectively look at what I want to do better, smarter or simply in a more purposeful way. To have been given the opportunity to DO all this in the company of my peers from all over the world, in sessions taught by a dazzling lineup of faculty mentors, is one of the most rewarding experiences I’ve had as a journalist.”

  • Leadership


    How to move from 'editor' to 'coach'

    Every editor must learn to fix stories, but fixing is not the same as coaching. Coaching is the human side of editing. In other words, the editor coaches the writer — but fixes the story.

    Before an editor can successfully coach a reporter, you need to know who he or she is. A simple "getting to know you" interview with a reporter can reveal a lot of information that you can use to be a more effective coach. Consider asking a writer these questions:

  • Leadership


    3 questions with Janet Brindle Reddick

    This profile originally appeared in The Cohort, Poynter's bi-monthly newsletter about women kicking ass in digital media.

    It's no secret that journalism is moving at a faster pace. And that's especially so for those covering breaking news. They're having to work quicker and quicker to get content up online, on social media, produce video, and often have to talk to people on one of the most difficult days of their lives. It's not something to be taken lightly.

  • Leadership


    Is your staff ignoring your feedback? Maybe it's your delivery.

    Picture yourself in this scene:

    You’re a manager about to share with a staffer your concerns about a piece of work they’ve given you. Maybe it’s a report, a proposal, a visual project.

    You want to make sure the staffer hears your concerns as constructively as possible. What do you do?

    “I always start by saying something I like about the work,” a manager once told me. “Then I tell them what I’m concerned about.”

    That’s one approach — and a popular one. The problem is once you get to the “concerns,” the staffer forgets about the good stuff.

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